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| Criterion |  Operations After-Action Review |  Agile Sprint Retrospective |  Operations Eat the Frog |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | When a sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 15-90 min daily | 45–75 min |
Participantsdifferent | 3-12 | Scrum Team | 1 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Improvement actions, Team agreements | Priority Task, Completion Note, Daily Focus | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | LearningOperationsImprovement | RetrospectiveImprovementLearning | PrioritizationProductivityFocusExecution | RetrospectiveLearningReflectionTeam |